As arts and culture leaders, we are focused on our artistic product, the people who create that product, our community, our board, and our donors. These are all mission critical and never to be underestimated or taken for granted. However, we do our collective missions a disservice when we don't focus on our individual mental and physical health and that of our board and staff members. Read on for five tips for working smarter and living healthier.

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Selecting new choreographers for a program or a season seems a straightforward enough process at first glance. Read on to find out how artistic directors seek out new works for their companies sifting the choreographic gold from the dross. 

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Tips on building or refining a merchandising program for your dance company.

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Many dance companies find that merchandise sales rarely amount to much in the way of profits. But with creativity, resourcefulness, and commitment, performing-arts organizations can turn merchandising into serious money. See how San Francisco Ballet turned its Ballet Shop into a profitable and distinctive representative of its company brand.

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Many professional dance companies in major U.S. cities dream of having more African American audiences for their work. Reality sets in as artistic and administrative staff look out over the crowd and wonder where all the African Americans audiences have gone. Sure there are a few people of color scattered among the sea of dance lovers, but not nearly enough to fulfill the dance field’s collective desire for more racially diverse crowds.

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Dance companies and their supporting institutions will have to make strategic and risky decisions about how they plan to distribute their art to audiences. These decisions will play a significant role in determining their future: whether it is bright or even exists at all.

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